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When Bad News is Good News                                           Customer Experience Improvement                      ...
Good news is no news                                     No news is bad news                               Bad news is goo...
Key #1: Plan Full Use of Customer Feedback                    Traditional View                   Customer-Centric View    ...
Key #2: Listen to Right Customers in Right Way                                 Customer A             Customer B          ...
© 2007 ClearAction. All rights reserved.
© 2007 ClearAction. All rights reserved.
© 2007 ClearAction. All rights reserved.
© 2007 ClearAction. All rights reserved.
Key #3: Integrate Intelligence Sources & Actions        Choose the Value                               Provide the Value  ...
Key #4: Internal Branding  Interview Clients                         Survey Reports                                       ...
Key #5: Process Improvement                                             Feedback & Improvement Actions                    ...
Key #6: Early Warning Signals                    Control Points = early warning signals                                  o...
Key #7: Closed-Loop Communication© 2007 ClearAction. All rights reserved.
CEM: Take Advocacy To The Next Step     Traditional                                                     Go To The         ...
What Is The Difference?                                                                       Customer      Customer      ...
Typical Customer Programs© 2007 ClearAction. All rights reserved.
Subset: Experiential Marketing© 2007 ClearAction. All rights reserved.
Subset: Loyalty Behavior Programs© 2007 ClearAction. All rights reserved.
Subset: CRM© 2007 ClearAction. All rights reserved.
Subset: Customer Profiles                                                    CLV, Customer Analysis© 2007 ClearAction. All...
Subset: Customer Touchpoints© 2007 ClearAction. All rights reserved.
Subset: Experience Innovation© 2007 ClearAction. All rights reserved.
CEM: Do The Whole Job                                       Customer Experience                                        Man...
CEM: Doing the Whole Job                               g             Wamu                                 Apple           ...
CEM: Doing the Whole Job                 Bad news is good news for ‘staying ahead of the curve’ via                       ...
Lynn Hunsaker – Customer Experience Strategist           ClearAction Executive Mentoring:                                 ...
Testimonials         “Lynn has taught us things that would not readily cross our minds         She has increased our effic...
Tools & Guidance          On-Demand          On Demand Training Podcasts                  Customer Experience Optimization...
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Cembadnewsisgoodnewsclearaction 1227918195013675-9

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Transcript of "Cembadnewsisgoodnewsclearaction 1227918195013675-9"

  1. 1. When Bad News is Good News Customer Experience Improvement Lynn Hunsaker Author – Metrics You Can Manage For Success Customer Experience Improvement Strategist www.ClearAction.biz C© 2007 ClearAction. All rights reserved.
  2. 2. Good news is no news No news is bad news Bad news is good news! -Jim M Ji Morgan, Ch i Chairman, A li d M t i l Applied Materials© 2007 ClearAction. All rights reserved.
  3. 3. Key #1: Plan Full Use of Customer Feedback Traditional View Customer-Centric View Engineering Production Human Resources Marketing M k ti Sales Engineering Custo e Customer Sales Marketing Finance© 2007 ClearAction. All rights reserved.
  4. 4. Key #2: Listen to Right Customers in Right Way Customer A Customer B Customer C Product A + + + High Profit Product Product B + Profitable Product Product C - - Losing Product Product D + - Mixed-Bag Product High Profit High-Profit Mixed Bag Mixed-Bag Losing Customer Customer Customer SOURCE: Thomas N. Petro – “Profitability: The Fifth ‘P’ of Marketing”, Bank Marketing Customers High Margin Medium Margin Low Margin Many Accountable Reactive Basic or Reactive Medium # Proactive Accountable Reactive Few Partnership Proactive Accountable SOURCE: Kotler & Keller – Marketing Management, 12th Edition© 2007 ClearAction. All rights reserved.
  5. 5. © 2007 ClearAction. All rights reserved.
  6. 6. © 2007 ClearAction. All rights reserved.
  7. 7. © 2007 ClearAction. All rights reserved.
  8. 8. © 2007 ClearAction. All rights reserved.
  9. 9. Key #3: Integrate Intelligence Sources & Actions Choose the Value Provide the Value Communicate ValueCustomer Market Value Product Service Pricing Sourc Distribut Sales Sales AdverSegment Selection Position Develop Develop -ing -ing Force Prom -tising -ation / Focus -ing -ment -ment Making Servicing -otion Total Customer Focused Customer-Focused Value ChainCustomer Loyalty Behavior Total Experience InnovationAnalysis Customer Programs Touchpoint Alignment Value Guidance Sales Databases Surveys Data Ownership Automation Usability Service Advisory Root Causes Custom Messages Ethnography Billing Boards Action Plans Custo Se ces Custom Services Lifecycle Analysis Switchboard User Groups Leading References Purchase Process Website, Ads Lost Sales Indicators Games, Rewards Post-Purchase Collateral, Complaints Prediction Communities, Complements Events Lifetime Value etc. Web 2.0 etc. etc. etc. etc. etc Customer Experience Management (CEM)© 2007 ClearAction. All rights reserved.
  10. 10. Key #4: Internal Branding Interview Clients Survey Reports Presentations • Multiple Functions • Graphs, Comments • Interpretation Metric Dashboards Tashiro Charts Conduct Workshop CUSTOMER FOCUS MEASURES WORKSHOP Title of Action Plan Customer Focus Measures Customer Feedback Problem Statement: (Internal - Leading Indicators) (Voice of the Customer) 1. Voice of the 1. % Execution and Feedback Plans Customer Perceptions Customer Goal: 2. 2. M1 M2 M3 M4 3. Customer Customer Satisfaction 3. Owner: Focus Measures Actual & Target Measures Action Plan: Improvement Action Plans to Benchmarked Owner Deadlines Targets 1.) __________________________________________________ Action Plan (Include Program Name, Owner, Completion Date) Customer Satisfaction Measures (External - Lagging Indicators) 2.) __________________________________________________ 1. 1. (Satisfaction Index) 3.) __________________________________________________ 2. 2. ( (% Deterioration) ) 3. 3 (% Improvement) • Leading & Lagging • Actions + Metrics • Prioritization 4. . 4. (Competitiveness Index) APPLIED MATERIALS APPLIED MATERIALS Incentives Operations Reviews Confirm w/Clients• Recognition & Bonuses • Recognition & Bonuses • Progress Reports© 2007 ClearAction. All rights reserved.
  11. 11. Key #5: Process Improvement Feedback & Improvement Actions Inputs Outputs Supplier Process Customer Raw Materials Products Services Supplier Process Customer Performance Performance Satisfaction • On-time delivery • Cycle time • Satisfaction • Compliance to specs • Re-work • Retention • etc. • Scrap • Cross-sell • Maturity ratings • Profit/transaction • etc. • etc.© 2007 ClearAction. All rights reserved.
  12. 12. Key #6: Early Warning Signals Control Points = early warning signals of performance v. specs by monitoring KPIs within the processExample: Developing Collateral Check Check Point Point START END Control Point? ________ ________ _______ _______For each business process:What can be checked at each step to be sure the output will match client expectations?Establish tally and ‘early fix for non-conformances to prevent scrap re-work delays early fix’ scrap, re-work,© 2007 ClearAction. All rights reserved.
  13. 13. Key #7: Closed-Loop Communication© 2007 ClearAction. All rights reserved.
  14. 14. CEM: Take Advocacy To The Next Step Traditional Go To The Advantage Advocacy Next Level Expedite issues Retain large Prevent issues systematically & for big customers accounts Align effort with lifetime value Rewards, Communities, Increase Ensure seamless touch-points & Experiential marketing, revenue Prevent hassles CRM Advisory boards, Become Embrace negative feedback via Reference programs, customer-centric value-chain involvement Surveys Product user groups, Improve Expand inputs to include the Usability testing product performance customer’s full experience with brand Customer service Maintain use Add customer-focus to value chain customer focus of product behind service functions© 2007 ClearAction. All rights reserved.
  15. 15. What Is The Difference? Customer Customer Customer Relationship Engagement Satisfaction Management M t Customer Experiential Customer Experience Marketing Loyalty Management User Customer Customer Experience Advocacy Retention© 2007 ClearAction. All rights reserved.
  16. 16. Typical Customer Programs© 2007 ClearAction. All rights reserved.
  17. 17. Subset: Experiential Marketing© 2007 ClearAction. All rights reserved.
  18. 18. Subset: Loyalty Behavior Programs© 2007 ClearAction. All rights reserved.
  19. 19. Subset: CRM© 2007 ClearAction. All rights reserved.
  20. 20. Subset: Customer Profiles CLV, Customer Analysis© 2007 ClearAction. All rights reserved.
  21. 21. Subset: Customer Touchpoints© 2007 ClearAction. All rights reserved.
  22. 22. Subset: Experience Innovation© 2007 ClearAction. All rights reserved.
  23. 23. CEM: Do The Whole Job Customer Experience Management (CEM) Loyalty Behavior Programs CRM Customer Engagement Total Automation: Customer Sales Force, Experiential Analysis Customer Service, C stomer Ser ice Marketing Marketing Customer Events Games, Value Customized Rewards Online Messages Communities, References, R f & Services Internal I t l Blogs Advisory Branding Boards, Touchpoint User Groups Customer- Alignment Surveys Focused Total Value Chain Experience Innovation Subset: Internal Branding & Customer-Centricity© 2007 ClearAction. All rights reserved.
  24. 24. CEM: Doing the Whole Job g Wamu Apple Singapore Si Starbucks Airlines Mini Cooper Ruth’s Sony Chris American Steakhouse Express© 2007 ClearAction. All rights reserved.
  25. 25. CEM: Doing the Whole Job Bad news is good news for ‘staying ahead of the curve’ via staying curve customer-focused value chain, touch-point alignment, & experience innovation INCENTIVES & Loyalty Behavior Programs RECOGNITION Total Experience Innovation PREDICTIVE DASHBOARDS Customer Touchpoint Alignment Customer-Focused Value Chain INTERACTION Total Customer Analysis BRIDGES Customer Value Guidance More information at www.clearaction.biz© 2007 ClearAction. All rights reserved.
  26. 26. Lynn Hunsaker – Customer Experience Strategist ClearAction Executive Mentoring: g ClearAction Change Management: Clearly see what’s needed Clear the way to take immediate action for organization-wide actionTake your customer advocacy to the next level: Auxiliary customer experience enablers:- Prevent issues systemically - Team recognition strategies- Align effort with lifetime value - Leading indicator dashboards - Marketing skills & operational efficiencies- Embrace negative feedback - Interaction bridges- Innovate customers full experience Significant gains in revenue & profit simultaneously© 2007 ClearAction. All rights reserved.
  27. 27. Testimonials “Lynn has taught us things that would not readily cross our minds She has increased our efficiency & accuracy in many areas I highly recommend her as a business consultant” “Lynn’s assistance was helpful I look forward to working together in future” “Lynn is a superb strategist, diagnostician, facilitator & team player Lynn She is the most knowledgeable professional I know in intertwining voice of the customer and marketing operations”© 2007 ClearAction. All rights reserved. © 2008 ClearAction All
  28. 28. Tools & Guidance On-Demand On Demand Training Podcasts Customer Experience Optimization – Building Customer Relationships – hear sample: Delivering Your Brand Promise -- subscribe: www.clearaction.biz/podcast.html www.clearaction.biz/blog Upcoming eBook: “Experience Innovation” Experience Innovation Free 1 Hour Consultation: 1-Hour Feb’09 – more information at: CEM on a Shoestring Budget: www.clearaction.biz/experience-innovation.html www.clearaction.biz/customer- experience-econ.html Lynn Hunsaker eBook – Templates, Worksheet, Tips! 20% Discount Code: slideshare 408-687-9700 www.clearaction.biz/metricsbook.html Lynn@ClearAction.biz© 2007 ClearAction. All rights reserved.

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